A strong safety culture begins when leaders consistently act in ways that reflect the organization’s core safety values—care, responsibility, and respect. Without this alignment, safety initiatives struggle to gain lasting support, and frontline engagement fades. This workshop helps safety professionals and frontline safety committee members build that critical foundation by aligning leadership behavior with clearly defined safety values.

Rooted in the approach outlined in The New Values-Based Safety by Terry E. McSween and Adam S. Hockman, the session guides participants through the essential steps for planning or revitalizing a Behavior-Based Safety (BBS) process. For organizations facing injuries related to at-risk behavior, BBS offers a focused strategy to promote safer choices. For those with an existing BBS process in decline, this workshop provides a roadmap for rebooting efforts—grounding them in shared values and the latest research on BBS effectiveness.

This hands-on session equips attendees with tools to move beyond rule enforcement and toward a culture where people act safely because they believe in protecting one another. Whether launching BBS for the first time or renewing a past effort, participants will leave with a clear, values-driven plan for sustained improvement.

High-performing organizations don’t leave safety culture to chance—they engineer it with precision, purpose, and relentless focus. In this workshop, we’ll share a practical, behavior-based blueprint for building a safety culture that delivers real results: fewer injuries, less human suffering, and stronger business performance. We’ll break down how culture actually works, reveal the critical enablers that drive lasting change, and call out the common obstacles that stall progress. Instead of layering culture on top of systems, we’ll show you how to hardwire it into the way work gets done—turning everyday processes into engines of accountability, engagement, and resilience. Grounded in real-world consulting experience and enriched by insights from benchmarking best-in-class programs accredited by the Cambridge Center for Behavioral Studies (CCBS), this session will equip you with the strategies you need to build a culture where safety isn’t just a priority—it’s a way of life.

Workplace safety is driven by behavior, and behavior is shaped by the environment leaders create. In this interactive 3.5-hour workshop, safety professionals will learn how to apply the five-step behavior change process outlined in RESULTS to solve real-world performance challenges. Rooted in behavioral science and designed for practical application, the workshop invites participants to bring a specific safety or performance issue and leave with a tailored, actionable plan.

Through a blend of lecture, group facilitation, live polling, and peer collaboration, participants will explore the behavioral drivers behind performance issues, practice difficult safety conversations, and learn to build psychological safety and trust with their teams. The goal: to equip every leader with a repeatable method for improving safety behaviors and outcomes in their organization.

In the aftermath of safety incidents, leaders are often left wondering why employees make decisions that seem to defy logic or training. But behavioral science and neurobiology offer a compelling explanation: our choices are deeply shaped by biology, context, and behavioral principles. It turns out, we may be hardwired to make the wrong choice under certain conditions. So, how can leaders respond?

In this workshop, leaders will explore the science behind decision-making and why even well-intentioned employees sometimes act against their own long-term best interests. Participants will learn how our brains process risk and make decisions, how and why immediate consequences often override future outcomes, and how subtle cues in the environment can influence decision making in powerful ways.

Through interactive discussions, real-world examples, and collaborative problem-solving, participants will uncover the hidden forces driving seemingly irrational behavior—and more importantly, how to shift those forces in favor of safety. This session is not just about decoding the “why”—it’s about leveraging that knowledge to design safer, more effective environments where the "right" decisions are the most likely ones.

Suicide is a social issue, not a mental health one. The most effective solutions must come from various people who witness a person experiencing a suicidal crisis. Within organizations this may include peers, supervisors, and leaders. One recent study finds that 58% of adults who die by suicide have no mental health diagnosis. Another concludes that fixing the American mental health system’s shortcomings will only reduce suicide risk by 20%. Clearly, we must move upstream to reduce risk within public and private organizations. The ideal “helpers” for those contemplating suicide are in the workplace, where many employees spend more time than they do at home. To facilitate this action, “helpers” must receive training, practice, and knowledge in safety strategies. More challenging is to engender followership, motivate people to care, and elicit their interest in being part of the solution. This involves culture change. While 60% of Americans are trained to respond to potentially fatal cardiac crises using cardio-pulmonary resuscitation (CPR) – an intervention that is only effective 5% of the time outside of the hospital, very few are trained in interventions for another potentially fatal crisis – suicidal episodes. Yet the research demonstrates that use of a crisis response plan with someone in crisis reduces suicide attempts by 76% and these can be implemented by non-clinicians. Attendees will develop tools for designing and implementing suicide prevention programs outside of medical and mental health systems, and will learn to directly help someone in distress.